Global Perspective of Human Resource Management

free essayThis report investigates the challenges and experiences, faced by Yuwen and her colleagues after the company’s globalization. The key challenges include poor and inefficient organization of internal communication, lack of work flexibility, lack of cooperation, and poor teamwork. The threat of these challenges is that they can lead to poor company performance, high employee turnover, lack of cooperation and team work, as well as poor innovation. The report provides recommendations, which include work-life initiatives, cross-cultural training initiatives, and organizational internal communication. Work-life initiatives address the cultural and structural factors. Cross-cultural training initiatives are essential in removing the impediments to effective communication and interpersonal relationships. Providing excellent internal organizational communication ensures successful performance. These initiatives will guarantee an efficient communication for the global network of employees, greater collaboration and team work for the diverse workforce, and greater flexibility in reporting about the operation.

The report focuses on the problems and their reasons, challenges that may arise in the management of work-life in a global context, their potential impact on employees and the organization, as well as the possible consequences of ignoring these problems. The report provides some strategies that the organization can use to address the problems.

Get a price quote

Problems and Causes

There are various problems, faced by the employees of the organization, and especially by Yuwen and other non-English speakers. One of the key problems is poor and inefficient organization of the internal communication. It is clearly evident in all the teleconferences they are having with a global network of employees. The inability to communicate effectively is caused by a cultural and language barrier and inappropriate communication devices. Yuwen is communicating in a language she does not understand and, as a result, her point of view is hard to comprehend. Even when managers speak the same language, there is still a difficulty in understanding because of cultural and national differences (Hofstede 1994). It is obvious that Yuwen is afraid of not understanding what is discussed, and that is why she has to make copious notes. It is also evident when the manager from Thailand experiences difficulties in understanding the questions, asked by his US counterpart.

Communication devices and network play a critical part in ensuring effective communication. In this case, the phone lines and network devices are poor. The communication systems do not provide a possibility for conclusive deliberations of issues because of the airtime. Poor network in combination with limited airtime mean that no decision can be made successfully with the involvement of all.

Save 25% on your ORDER Save 25% on your ORDER

Exclusive savings! Save 25% on your ORDER

Get 15% OFF your FIRST ORDER + 10% OFF every order by receiving 300 words/page instead of 275 words/page


The timing for reporting about the day’s operations to European colleagues is a challenge. Yuwen and her colleagues from Thailand, Japan, and Australia have to stay late in the night for the conference calls in order to report about the day’s performance. It is a big challenge for all employees and especially for Yuwen, who would like to be at home with her family. The timing difference is a challenge, caused by a geographical difference, and there is a need to develop an agreeable mechanism for reporting about the day’s operations without affecting family life and cultural values, which are dependent on it.

Lack of flexibility in reporting about the day’s operation is another challenge, faced by Yuwen and perhaps by her colleagues from Thailand, Japan, and Australia. The time of teleconferencing is 4.30 p.m. in Europe, when in China, Thailand, Japan, and Australia it is late night, and they have to stay in the office. Lack of flexibility causes unhappiness and anxiety. Yuwen is unhappy, and she is afraid to lose her job if she does not stay late for the conferencing.

Another challenge, which is evident in the course of events, is the lack of cooperation and involvement of each member of staff in making a contribution to solving important issues of the organization. There is a lack of a coherent approach, necessary for capturing another member’s suggestions. In addition, some managers feel that their suggestions are not considered appropriately and that they are not given enough time to explain their basis. It is clearly evident when a manager from Australia is proposing an approach, which is deemed risky by the European and US counterparts. While this issue raises a debate, other managers are not involved in providing their suggestions. It is also noticeable when a Japanese manager is presenting some important points, but he is not taken seriously, and the discussion moves to the next agenda.

Our outstanding writers are mostly educated to MA and PhD level


Moreover, managers from China, Thailand, Japan, and Australia have to wait until late in the night to have a teleconference with their counterparts form the US and Europe, who do not appreciate neither the time difference nor their partners’ patience and commitment to the company. In addition, their contributions are not taken seriously, and, thus, their meetings do not benefit from the combined knowledge of the organization’s global linkage of the employees.

Implications

The problems, faced by Yuwen and her colleagues have far reaching implications for the company. According to Dowling (2013), there are numerous examples from the business world, which prove that inefficient communication can result in poor company’s performance. It is essential for each company to understand the influence of globalization on cross-cultural communication. Poor and inefficient communication creates uncertainty and may lead to stress and conflicts.

Yuwen and the group encounter difficulties in understanding, and they have to make copious notes in order to stay in contact with others. Furthermore, she cannot ask for clarity because of the poor network connection and limited airtime. Poor communication leads to poor teamwork. There are managers, who do not understand each other. Some of them remain silent while others make notes. It leads to poor teamwork and finally affects the eventual performance of the organization.

According to Ozbilgin, Groutsis and Harvey (2014, p. 42), poor communication results in lower efficiency and negatively effects moral values of employees. Ozbilgin, Groutsis and Harvey (2014, p. 42) argues that internal organizational communication has a direct link to motivation, individual efforts, commitment, and meaningful work.

The timing difference, which makes managers in China, Thailand, Japan, and Australia to wait until late in the night, may result in high employees’ turnover, poor morale, and, eventually, poor performance. Yuwen and her counterparts are not comfortable because they have to wait until late in the night, when they should be with their families. It implies that these managers may leave the company anytime they find an opportunity to works in a company, which would propose more flexibility. The inflexibility and timing difference can lead to poor motivation and morale, especially when there is no appreciation (Thomas & Lazarova 2013). In a result of the possible employees’ turnover and poor morale, the organization can perform poorly.

The lack of cooperation and involvement of each member in making a contribution to implementing important ideas of the organization may lead to poor motivation, poor teamwork, poor innovation, and poor performance (Patrick 2010). If a manager feels that his or her proposals cannot be taken seriously, no new proposals or innovations will be suggested. Lack of involvement and cooperation can make the employees feel that they are not valued and that they are not a part of the company. According to Herzberg’s motivational theory, involving each employee and strengthening cooperation will make an employee feel that he or she is a part of the organization (Neukrug 2012). It can result in more satisfied, motivated, committed, and well performing employees, and eventually lead to a better performance of the company.

How It Works

Conclusion

Globalization of the company’s operations has brought various challenges to Yuwen and her colleagues. They face different difficulties, including poor and inefficient organization of internal communication, lack of flexibility, especially in reporting about the day’s operations, and lack of cooperation and involvement of each member in making a contribution to solving important issues of the organization. These problems can lead to poor company’s performance, high employee turnover, lack of cooperation and team work, as well as poor innovation. In order to ensure efficient communication, greater and more fruitful cooperation, excellent team work, and work flexibility, there is a need to employ work-life initiatives and cross-cultural training initiatives, as well as to enhance internal organizational communication.

Recommendation

In order to overcome all the challenges, which Yuwen and her colleagues are facing, the company should focus on work-life initiative, cross-cultural training initiatives, and internal organizational communication. It is essential for ensuring efficient communication of the global network of employees, encouraging better collaboration and team work of the diverse workforce, and providing greater flexibility in reporting about the day’s operation.

Work-life initiatives can be handy for the company, because they address the cultural and structural factors. According to Saz-Carranza (2012, p. 143) work-life initiatives highlight the need for an organization to adapt to the shifting correlation between job, personal life, and family. Employing work-life strategies will enable Yuwen and all the employees of the company to satisfy a demand for combining work and family life. It will increase the organizational performance, because employees will be motivated, appreciated, and committed to achieving the goals of the company. The initiative can include a flexible job design that would enable managers to report about the day’s progress at their homes (Harzing & Pinnington 2011). The main problem, faced by Yuwen and other managers, is waiting until late in the night for teleconferencing, in order to report about the day’s operations. The action plan would allow managers to have a teleconference at home by providing adequate airtime and a good network. It will assist the company in retaining the current employees and even attracting the new ones. A reduced employee turnover, improved motivation, and determination will improve the performance of the company (Schermerhorn & Hunt 2010).

Our Benefits

  • English Speaking Writers
  • Plagiarism Free Papers
  • Confidentiality Guaranteed
  • VIP Services
  • 300 Words/Page
  • Affordable Prices

Cross-cultural training initiatives are essential for the company in order to remove the impediments to effective communication and interpersonal relationships. The company’s global network of managers is experiencing difficulties in communication, although they are expected to propose, discuss the suggestions, and make vital business decisions. Yuwen is forced to make copious notes while others remain silent perhaps trying to capture what is being discussed.

Ozbilgin and Tatli (2008, p. 111) have mentioned that cross-cultural training should focus on creating awareness among the employees, who lack a common cultural background, so as to enhance efficient communication and better working relationships. According to Anca and Vazquez (2016, p. 24), cross-cultural training initiatives assist employees in understanding their own values as well as the values of other cultures.

The action plan would be to conduct a combination of programs, which would include group activities between all the managers, trainer-led conversations, intercultural training programs, foreign language trainings, and self-assessments. Face to face group activities are the best for managers, because they will boost their personal relationships as well as reduce the tension among them in discussions. Group activities initiative is economical and produces the much-desired results.

Cross-cultural training will lead to various benefits, because it can enhance confidence among managers, eliminate barriers in communication, develop trust among managers, boost innovation, improve listening and interpersonal skills, and enable managers to learn about themselves.

Developing effective internal organizational communication is essential for ensuring that the company meets its goals and performance targets (Daniels 2011). The company’s global network of managers is experiencing difficulties because of the inefficient communication systems. It happens due to a cultural language barrier, limited airtime, and a poor phone network. Briscoe, Schuler and Tarique (2012) claim that language barrier can be minimized by training managers and other staff on foreign language and cultural proficiency. The poor network and limited airtime can be improved through establishing a strong network that would provide a clear interaction of the managers. There are also available various unlimited airtime packages from different suppliers at a reasonable cost, which will ensure efficient and high quality teleconferencing.

Another option is to employ emerging communication technology tools. The use of advanced technologies and various communication platforms will have a profound impact on the company’s communication. The development of phones and tablets as well as social media platforms can be exploited by organizations for enhancing internal cooperation (Erbe 2014, P. 67). The new communication technology provides platforms for group sharing of information, which can be handy for the global network of managers.

Instant messaging can also be useful for the company, because it is very cheap and can allow continuous collaboration and information sharing. It gives a possibility to share real time information across the globe, reduces calling fees, and eliminates language barriers, because messaging works better than talking. Moreover, information, received through messages, can be archived, so that managers can refer to it later. The action plan is to strengthen the teleconferencing system through utilizing a reliable network and unlimited airtime, as well as through using the Instant Messaging service. With these two alternatives, the company will be able to communicate efficiently and to enjoy fruitful collaboration.